Whether it is due to a company downturn or bad behavior, you need to know the right steps to take before you even consider letting go the worker. Now the written notification period is over and you're ready to give her a final written warning. Certainly, the severity of your reaction or the rehabilitative action you take should be in line with the seriousness of the crime. When writing about the reason for the jobholder's separation, include specific details and examples of incidents which have led to this lay off; see more about this in the next section. The wrong workers and the wrong approach to sacking personnel can cost a small business owner his or her livelihood. o Step 2: Decide how to dismiss. Occasionally, the worker is simply not doing her or his job. When you refuse to do it, you have an angry ex-worker on your hands wanting to even the score with a law suit. These steps include deciding the day to fire, writing the layoff letter, ensuring your personal security and cutting the final paycheck.

You can always make a midcourse correction. You should negotiate the jobholder's resignation and give him a big discontinuance package in return for a release of claims. This tells the worker where her or his shortcoming is and how you expect them to improve. The supervisor laid off her for gross misconduct and job desertion after a 3-day investigatory suspension. Frequently a member of the Personnel department is a good choice. Often, this meeting is a blur to the dismissed employee, and he only partially hears what you say.